- Discuss just-in-time supply chain logistics principles, value, and value streams
- Create a comprehensive current state value stream map of the company's "focus" dock-to-point of use (POU) supply chain value stream
- Using actual case studies and team interactions, thoroughly analyze a product fabrication, a vehicle assembly, and a machine fabrication manufacturer from the last value adding step at the upstream supplier, through internal facility material management activities, to the material's point of use
- Discuss key aspects of just-in-time supply chain operations, smoothed & balanced workload, visual process control, and flow kaizen principles and methodologies
- Assist kaizen team members in understanding how JIT principles & methods can significantly improve materials flow within the "focus" supply chain value stream
- Assist team members in visualizing, then designing an aggressive, feasible future state improvement design and an aggressive transformation plan
- Discuss effective techniques to manage a complete value stream and transform it to just-in-time principles and practices
To achieve these objectives, participants will:
- Practice, through discussions and case study illustration, just-in-time supply chain value stream flow mapping, logistics kaizen concepts, team building, and kaizen management
- Develop current and future state maps of ta slice of the company's actual supply chain value streams
- Identify flow impediments which must be eliminated through process kaizen to achieve the future state improvements and discuss mechanisms which support implementation
An enterprise product's value stream includes all actions to acquire materials, add value to make products, sell them, then ship them to customers.
Each action in this chain of activities is either value adding (e.g., being fabricated) or non-value adding (e.g., being transported). "Seeing" your supply chain's processes from an "extended" value stream perspective means looking at the total system, not just a component. It means paying attention to improving the system as a whole, supplier to customer, rather than focusing on improving only an individual sub-component of the system.
By creating an "extended" current state map (where we are now) you create a "visual" of supply chain systems flow. From this baseline, you can apply lean principles to create an improved future state (where we want to be) vision of an ideal just-in-time logistics value flow.
Just-in-time supply chain flow kaizen is a straightforward process. You map the extended system along a representative slice of the supply chain's flow, design improvements through application of lean principles, then document your improvement vision by designing a future state map of the improved flow.
The results will be eye opening, revealing supply chain conditions and opportunities which might otherwise go unnoticed.